Determinants of building consistent human resources management systems: a focus on internal communication

Abstract

Abstract Purpose: While previous human resources management (HRM) studies have focused on human resources (HR) practices to explain the strategic HRM–performance link, organizational communication is studied as a key HRM process and an alternative perspective explains the factors influencing communication implementation and subsequently internal HRM system consistency. Design/methodology/approach: HR decision-makers’ human capital is examined as a determinant of communication implementation by applying the partial least squares approach to a sample of 120 Spanish HR managers. Findings: The results confirm the relevance of HR decision-makers’ cognitive skills, showing that communication of HRM strategy does not appear to require a particular cognitive approach but rather a balance of creative and rational skills. Additionally, the findings suggest that appropriate communication implementation improves the internal consistency of the HRM system by creating coherent HR messages about the implemented practices. Originality/value: This study presents three main contributions: a) analysing conditions that promote more appropriate communication implementation; b) providing a process perspective instead of the traditional content focus to explain HRM, and c) deepening the ways in which communication affects the internal consistency of the HRM system. Keywords: strategic human resources management, HR decision-makers, cognitive skills, values, communication, HRM system consistency